Statistics are often the last refuge of the antihumanist. - Shulamith Hareven

More than anything, we must understand that this was not a battle of strength against strength, but of weakness against weakness; throughout the whole Arab-Israeli conflict, each side has felt itself to be far weaker than its opponent, and acted accordingly. We must understand that there was no "Jewish justice," as Golda Meir said in one of her less sterling moments, nor was there "Arab justice," a claim that also has proponents; rather, there were two deep traumas, on which a completely new life, a different world, new hope must be built.

Charisma is catastrophic. It is a relationship-a sick one, and to a great extent symbiotic-between a man who is very, very much in need of applause and constant reinforcement, and a public that seeks a hero to whom it may attribute all sorts of mythological virtues. Once it has found such a hero, this public disclaims all responsibility, as long as the leader endlessly excites and entertains it. A charismatic leader forges an unholy alliance with his public; he becomes a kind of national drug pusher, a provider of constant thrills in return for the vocal adoration he craves. He cannot manage without his public, and his public cannot manage without him: there is a kind of unchecked, mutual, constant high. A leader of this type does not have a normal public; he has groupies. It is difficult to understand what this kind of relationship has to do with leadership, since a leader's role is to define real problems and solve them. Throughout history charismatic types have led people to disaster. Once they have vanished-and they vanish in the blink of an eye-a mere decade or fifteen years later, no one can understand wherein lay their power. In retrospect they usually look ridiculous, their speech and movements laughable, like those of bad actors. There is nothing less comprehensible than the frenzied excitation of yesterday.

To be able to one day change a harsh reality, we need to know how to define what needs to be changed and how to effect change. To cope with situations in life-both personal and public-we need to have a real picture of these situations and of their possible outcomes. We need to know the price of each and who will pay it in the end. To know that every act and every error has consequences. To reduce to a minimum the possibility that someone-the regime, or the press, or the local leadership-will deceive us, cram us with false "facts" that are appropriate to whoever is making use of them. To make quite sure that, in the highest possible percentage of cases, we can make our own decisions and not let someone else think for us. All these things require a constant and precise mapping of reality. In other words, they require information about what exists and what is possible.